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Warehouse KPIs,

Description Key data Detailed calculation Productivity

Absenteeism

Identify the number of hours effectively worked by the warehouse's total of non worked hours / total operative HR (exclude holidays, absenteeism, training) hours (%) Receiving HR (temporary & proper workers) + Equipment Order picking HR (temporary & proper workers) + Equipment Cost per palet (homogeneous, heterogeneous, container) received... Cost per order line, ton, m3... prepared Cost per palet, ton, m3... cross docked Cost per palet, ton, m3 shipped Cost per item controlled N of palet - bulk / person / hour N of order lines / person / hour N of cross-docking palet / person / hour N of expedition / person / hour N of items controlled / person / day

Processes cost

Cross docking HR (temporary & proper workers) + Equipment Shipping HR (temporary & proper workers) + Equipment Stock control HR (temporary & proper workers) + Equipment Cost evolution vs. budget (at cost) Evolution of cost in % flow value vs. budget Rent or annual amortization of the warehouse Racks, sprinklers, automatized preparation, ' amortizations Total cost rent + Equipment Warehouse capacity use rate %

Cost

/m2/year /m2/year /m2/year N of palets stored in warehouse / warehouse capacity in N palets

HR

% temporary worker / total HR Seasonality (monthly, weekly, daily) and trend Follow Up of order picking lines number, trucks, m3 or tons shipped Flow identification vs. HR capacity Flow identification vs. HR capacity Flow identification vs. HR capacity Products lost value (at cost) / total products shipped value (at cost) Products lost value (at cost) / total products stored value (at cost) N of order lines delivered in dispute/ Total N of order lines delivered Goods amount delivered in dispute/ Total goods amount delivered N of order lines shipped on time / total N of order lines shipped

Activity

Receiving flow / capacity Order picking flow / capacity Shipping flow / capacity Warehousing discrepancies Warehousing discrepancies

Quality and service

Dispute (for suppliers and clients) Dispute (for suppliers and clients) Service rate N of lines or heterogeneous/homogeneous palets received per man hour N of lines or palets put away per man hour N of lines picked per man hour N of lines or palets shipped per man hour

Productivity

MEASURE Damaged Inventory (min.) Days on Hand (min.) Storage Utilisation (max.) Dock to Stock Time (min.) Orders per Hour (max.) Items per Hour (max.) Cost per Order (min.) Cost as % of Sales (min.)

CALCULATION VALUE Total Damage (lei) / Inventory Value Avg. Month Inventory (lei) / Avg. Daily Or Sales/Month Avg. Occupied Sq. m. / Total Storage Capacity Total Dock to Stock Hrs. / Total Receipts Orders Picked or Packed / Total Warehouse Labour Hrs Items Picked/Packed / Total Warehouse Labour Hrs Total Warehouse Cost / Total Orders Shipped

0.4 % 41 days 80 % 0.75 hours (45 minutes) orders/hour 80 100 items/hour 5.042 % 2.08 %

On-Time Delivery (max.) Order Fill Rate (max.) Order Accuracy (max.) Order Cycle Time (min.) Perfect Order Completion(max.)

SPACE

Total Warehouse Cost / Overall Sales Orders On-Time / Total Orders Shipped Orders Filled Complete / Total Orders Shipped Error-Free Orders / Total Orders Shipped Actual Ship Date Customer Order Date Perfect Deliveries / Total Orders Shipped - only 59.83% of the surface allocated the storing of goods; - excessive division of the space.

98 % on-time deliveries 98 % complete deliveries 98 % deliveries are error-free 1 48 hours 99.8 % of the orders are perfect

INVENTORY MANAGEMENT

to the building had a different use before (it was a bakery facility). - the building had a different use before (it was a bakery facility). - a too high value of Days in Hand (41 bakery facility). days); - the contracts with the suppliers arent negotiated; - a too high value of Dock to Stock Time the costs with the immobilisation of (0.75hours). inventories arent evaluated. - the firm doesnt use barcode readers and a barcode software. - the excessive division of space; the firm doesnt use barcode readers and a barcode software. - the excessive division of space; the firm doesnt use barcode readers and a barcode software. the goods arrive late from the suppliers; the firm doesnt use barcode readers and a barcode software.

WAREHOUSE PERFORMANCE

a too small value of Orders per Hour; - a too small value of Items per Hour.

ORDER FULFILMENT

the superior limit of Order Cycle Time is too high.